New WhitehorseContext: At the time of the study, Whitehorse was served by three continuing care facilities: Copper Ridge Place (extended care, dedicated dementia care, children’s unit); Norman D. Macauley Lodge (intermediate care); and Thomson Centre (intermediate and extended care). The condition of the facilities varied but replacement of at least one facility was considered a priority. All existing facilities were operating at full capacity and demand exceeded capacity, with applicants often waiting months for a bed to become available. In many cases waitlisted applicants remained as hospital inpatients until a bed became available, thereby reducing the availability of much needed hospital beds. In response to this situation, the Yukon Highways and Public Works Property Management Division in association with the Health and Social Services Department requested proposals from consulting firms to devise a viable strategy for mitigating the current shortfall and providing for future demand. The development strategy and implementation concept was to be documented as a Business Case report that would be put forward for further consideration and approval.

Approach: The YG was proposing to construct a 300-bed facility in two 150-bed phases. An updated analysis of demand conducted by Cornerstone indicated that demand would likely exceed the 300-bed estimate within the medium to long term. A number of possible phasing options were examined, taking into account the updated projections. The chosen strategy was to continue with the 150-bed first phase and reexamine the parameters for Phase Two within a few years. A concept level functional program based on serving a diverse range of care resident conditions and was used to test the feasibility of alternate sites. Research of best practices and a tour of comparative facilities in BC and Saskatchewan was conducted to gather information for a detailed program.

Results: The conceptual model put forward in the Functional Program represents an advance in the application of client-centered principles and features associated with the more successful examples that were examined. The document was issued as part of a Request for Proposals for a Bridging Architect Team.

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